Tuesday, April 21, 2015

12633: How Jimmy Smith Made It.

The gig: Advertising veteran Jimmy Smith, 53, has orchestrated award-winning work for brands including Nike and Gatorade, the latter involving the adoption of the more edgy “G” in packaging and marketing the sports drink. Since 2011, Smith has been chief executive and chief creative officer of Amusement Park Entertainment, which he founded with advertising conglomerate Interpublic Group, to develop “branded entertainment” — industry lingo for making the product or brand the centerpiece of an app, game, event, television show or movie, rather than creating an ad that viewers can ignore.

Another gig: Smith has added more traditional advertising and marketing back into his playbook. His businesses will operate as part of a larger company called simply Amusement Park, formed with longtime executives from DGWB Advertising & Communications. Smith is chairman and chief creative officer of the new firm. Partners Mike Weisman, Ed Collins and Jon Gothold have taken on the jobs of CEO, president and executive creative director, respectively. The venture operates out of offices in Los Angeles and Santa Ana, where DGWB has occupied the town’s historic city hall. Combined, the businesses have nearly 90 employees.

Parental influence: Smith, born in Muskegon, Mich., points to the determination of his father, James, to leave factory work and run his own business, eventually acquiring a restaurant franchise. “It was the first time that I could remember of a black person owning something in Muskegon,” Smith said. “It stayed in my head that I could do that too.” His mother, Evelyn, was a teacher and his language guide. “I couldn’t speak or write or do anything, from a very young age, without being corrected on the right way to do it by my mom, in a healthy way.”

Becoming “Bewitched”: Branding and advertising was an early career idea, Smith said, that he got from “Bewitched,” a sitcom that ran from 1964 to 1972 about New York ad exec Darrin Stephens. In the show, Stephens marries a witch, Samantha. The only drawback was having an evil witch — Endora — for a mother-in-law. “Darrin’s wife was beautiful,” Smith said. “He had a big house and if it wasn’t for Endora, it seemed like a pretty easy gig.”

Fallback plan: Smith attended Michigan State from 1981 to 1984. He majored in advertising but still entertained his childhood dream of becoming a professional basketball player. Michigan State has one of the nation’s most successful men’s basketball programs. “After I was cut from the Michigan State basketball team three years in a row,” Smith said, “I thought, ‘OK, I think I need to make this advertising thing happen.’”

ABCs of advertising: “I went to New York, Detroit, Chicago, anywhere I could go to get a job interview.” At Chicago’s Burrell Advertising (now Burrell Communications), one of the largest multicultural marketing firms in the world, Smith forgot the name of the person he was supposed to see. Despite the mix-up, Smith got the job. There he met a young co-worker named Lewis Williams, now Burrell’s chief creative officer, who “taught me the ABCs of advertising,” Smith said. “The main thing he taught me was huge. ‘They try to act like it’s a secret. They act like it’s rocket science. Advertising is not rocket science.’ That gave me confidence. It allowed me to feel comfortable any time I was presenting an idea.”

Becoming a mad man: The business “was intimidating because mostly they don’t like what you are presenting,” Smith said. “You go in and get to be humiliated. It’s personal. It’s mine and my team’s idea and they are just putting bullet holes in it. That is the way it is in advertising.” Smith built his name as he moved from agency to agency, including Wieden + Kennedy, where he was a writer and creative director for the Nike account; BBDO, where he was executive creative director; and TBWA\Chiat\Day’s L.A. office, where he was Gatorade’s group creative director.

Appealing to all: Having been told that his ad ideas were “not black enough” or “too black,” Smith said he liked the atmosphere at Muse Cordero Chen in the 1990s. There, he said, one “could walk down halls and hear Mandarin at one moment, Spanish the next, someone else speaking Japanese. If you are only a black agency, then your ideas are only going to come from that culture, same thing if you are at a white agency. But if you mix all of those cultures together, that’s where the most powerful ideas are going to come from.”

Diversity: Smith said he has tried to foster creative freedom in his diverse team, which draws from the worlds of sports, art and entertainment. “Find that coach who is going to give you the green light, who understands what you do, the value that you bring,” he advises.

Family affair: Smith’s wife, Smoke, works at Amusement Park Entertainment, as do their sons, Sequel, 28, and Jarrel, 27. Work is never far away, even when he and his wife manage to get away to a concert. “When I’m at the concert, it’s always, ‘Maybe I can use Lil Wayne in that,’ or some other idea. You can’t help it.”

The 1 token black guy that was lucky enough to make it in the industry. Why arent General Market agencies going after and seeking for talented people like Jimmy? Someone needs to start a 1% conference for the minorities in the industry. I've visited some agencies right in the hearty of NYC and other metropolitan areas, its sickening the lack of diversity at these agencies.

Right now, there aren't enough minorities in the industry to join together and be heard.

The few who have spoken up have gotten slapped right back down and learned not to say anything.

To start addressing this, we need holding company diversity US statistics (verifiable ones, no fair throwing foreigners in there to up the numbers, and the agencies like to do that).

The 3% Conference did at least one thing right, which was start the conversation with hard numbers.

So the question is, who's the best person or organization to lean on the holding companies? The comptroller guy in NY is long gone, right? So who or what made the tech industry cough up the hard numbers?